Restaurant Manager Training Program Delivering Excellence. Trainer s Guide. December 2010

Transcription

1 Restaurant Manager Training Program Delivering Excellence Trainer s Guide December 2010

2

3 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 1 of 17 Introduction Congratulations on being selected as an IHOP 202 Manager Training Program Trainer. Effective management is the backbone of every successful restaurant and the ability to effectively transfer knowledge of management skills and abilities is a critical part of the continued success of the IHOP brand. Your role as an IHOP 202 trainer is to fi rst become an expert on the training program and it s content, and then to use the program to train Managers-in-Training assigned to your restaurant for training. Begin by reviewing this Program Guidelines section of the Training Guide to become familiar with the training program components and their intended use. Training Delivery The Manager-In-Training (MIT) is to be your shadow 80% (or more) of the time that they are in your restaurant during the two weeks of training, and you are to be their shadow as they practice and demonstrate what they have learned. As you go about performing tasks and activities, the MIT should be with you observing, learning, and practicing management responsibilities and skills and you should be with them providing instruction, explanation and feedback. Here are some suggestions to make your training delivery successful Follow the 5-Step Training Process: Plan-Tell-Show-Do-Review. Talk a lot. Explain everything you do, when it should be done, and why. Consider yourself the narrator of a restaurant management biography. You are the main body of this program s training material. What you tell and show the MIT is the training. The Learner s Guide supports the training by being a source for exercises and reference for more detailed explanations of training topics. Be familiar with the Trainer s and Learner s Guides contents, explanations and exercises, and the accompanying resources and references before you train to ensure you know what to say about each topic and that you cover the key information and activities. Ask the MIT a lot of questions to get them thinking and to ensure that they understand what you are training. Pay attention not only your MIT s words, but also their body language and tone of voice. Maintain a pace that works for both you and the MIT. As much as possible, train the topics order they would naturally occur in the course of regular restaurant operations

4 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 2 of routines. For example, the End-of-Week section should primarily be covered on the day that you perform your restaurant s End-of-Week process. At times, you may train all or portions of a topic in the normal course of a day before it is formally covered in the Learner s Guide or recommended agenda, and that s acceptable. This program is meant to be fl exible. Just be sure to refer back to the Learner s Guide afterward to ensure that all of the key points were covered. Allow the MIT to try and practice as much as possible following the initial instruction. Provide feedback often both praise for achievements and redirection for areas needing improvement. Always remember that your leadership shadow is showing! Training Agenda The 202 training agenda provided shows the recommended training days and progression for each module and is laid out according to the natural progression and size of the topics. It is intended to assist you with planning the training and making sure you fi t everything into the number of training days you are allotted; however, it is only a guide. The actual training agenda and progression of topics is subject to your own work schedule, what is covered in the in the normal course of a restaurant operations routine, the needs of the restaurant, and, most importantly, the needs of the MIT. What s important is that all training topics are trained and learned. It is critical that you make a thorough training plan for each MIT as soon as their training start date is confi rmed and that you update that plan daily once their training has begun based on the MIT s progress. Be sure that part of your planning includes overlapping or supplemental management coverage for periods/days when a topic or activity requires you to provide dedicated time with your MIT. For example, the fi rst few hours of training on how to create employee work schedules require you to be in the manager s offi ce with the MIT pulling reports, analyzing data and populating spreadsheets on the offi ce computer. In order for the training to be effective, you must ensure that there are minimal interruptions. Therefore, it would be appropriate to schedule a substitute manager to supervise the operations during this period. This way, restaurant operations are not negatively impacted by your absence and you can focus on the MIT without interruptions. Training program enrollment fees paid to your franchise organization for each MIT are intended to help offset these additional manpower charges.

5 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 3 of 17 IHOP 202 Master Training Agenda Daily Activities (except Day 1) include Management Walk-Throughs/Checklists, Pre-Shift Meetings, Server Station Planning, End-of-Day Accounting & Administration, Management by Walking Around, Table Touches, Sidework & Deep Cleaning Monitoring and Check-Outs, Placing & Receiving Orders (as applicable), and a daily review and an overview of the following day's agenda. As daily "homework" (including day 1), the MIT should read the participant workbook contents for all sections that will be covered the following day. DAY 1 DAY 2 Day 3 Day 4 Day 5 1. PH2 INTRO 2. SAFETY/SANITATION OFF OFF 3. MANAGER WORKFLOW 4. HOSPITALITY 8. REVENUE ACCOUNTING 1a. Sign-Offs & SOP Test 2a. Risk Management 3c. Manager Tasks & Responsibil 4a. Overview & Costs 8a. Cash Controls 1b. Program Overview 2b. Insurance & Worker's Comp 3d. Figure 8 Management 4b. As Good As Our Pancakes 8b. Tip Reporting 1c. Intro to IHOP 2c. Safety Committees 3e. Manager's Log 4c. Dining Room Management 8c. End Of Day Acct/Admin 1d. Vision, Values, Success Facto2d. Emergencies 4d. Hospitality by Position 8d. End Of Week Acct/Admin 1e. Media 2e. Accidents 5. DAILY STAFF MANAGEMEN 4e. Guest Complaints 1f. IHOP SOP 5a. Employee Scheduling 5a. Employee Scheduling 1g. I.T. & POS 3. MANAGER WORKFLOW 5b. Staff Management 3a. Time Management 5c. Pre-Shift Rallies 15. LEADERSHIP INTRO 3b. Intro to Goals 5d. Sidework & Deep Cleaning 15a. Leadership Style 5e. Employee Uniforms 15b. Core Success Factors 15c. Leadership Shadow Video 10b. Shades for Supervisors DAY 6 DAY 7 Day 8 Day 9 Day RECRUITING & HIRING 6. TRAINING OFF OFF 11. PERFORMANCE MNGMT 9. FINANCIAL CONTROLS 13. INSPECTIONS 10a. Employment Laws 6a. Hows & Why 11a. Coaching 9a. P&L Statements 13a. OARs 10c. Recruiting 6b. Programs & Resources 11b. Corrective Action 9b. Cost Controls 13b. Health Inspections 10d. Hiring Process 11c. Performance Appraisals 13c. AB Status 10e. Interviewing 10e. Interviewing 14. EQUIPMENT 13d. Mystery Shops 7. MARKETING 7a. Intro & 3 Levels 7b. LTOs 7c. Menus 7d. Gift Cards 7e. LRM Yellow Highlighting Indicates This Section/Topic Requires A High Level of Training Manager "Sit-Down" And/Or Office Time With MIT IHOP 202 Master Training Agenda (Available in editable format on the Training Manager Resource CD

6 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 4 of 17 Daily MIT activities Daily MIT activities on all training days except for training day one should include: Management walk-throughs/checklists Pre-shift meetings Server station planning End-of-day accounting and administration Management by Walking Around (MBWA) Table touches Sidework and deep cleaning monitoring and check-outs Placing and receiving orders (as applicable) Day s learnings review Overview of the following day s agenda Homework (including day 1); the MIT should review the Learner s Guide contents for all sections to be covered the following day Weekly MIT Activities Weekly MIT activities should include: End-of-week accounting and administration Food inventory Financial performance analysis (P&L or Operating Statement) Application screening, reference checks, and candidate interviews (except Week 1) Employee work schedules

7 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 5 of 17 Activities an MIT Should Not Perform To protect you, your restaurant, and your franchise organization from unnecessary risk and liability, there are certain activities that MITs should not be permitted to perform. MITs may participate and should assist or observe you in the following activities but they may not be the primary or sole manager to perform them: Administer formal corrective action or terminate an employee Make a hiring decision or job offer for your restaurant Complete and/or administer an actual employee performance appraisal Complete and post a fi nal draft of the employee work schedule Create and post employee notices and memos Complete and submit vendor orders Complete and submit the restaurant s fi nal revenue accounting, employee payroll, or fi nancial performance reports Perform back bank (safe) verifi cation Make deposits at the bank Manage a shift Also, an MIT should never be used to cover shifts or staffi ng shortages. Though an MIT can be expected to assist operations during busy periods, as any manager would, they may only do so for reasonable cause, and this should be a rare occurrence. Part of your responsibility as a Training Manager is to ensure your restaurant s staffi ng is suffi cient for the projected guest volume and operational needs, that you have suffi cient employee and management coverage leaving you free to effectively train your MIT, and that you have the ability to react appropriately to unexpected staffi ng challenges. Using an MIT to reduce your restaurant s labor costs is never acceptable.

8 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 6 of 17 Trainer Authority As their assigned Trainer, you have implied and informal authority over your MITs. However, as they are also managers, sometimes even senior managers, and are often not a member of your own franchise organization, your actual authority over the MIT is limited. You are empowered as the trainer to give instructions and assignments, dictate the MIT s training schedule, and to coach and redirect their performance and behavior. You are also expected to utilize your leadership skills to keep the MIT engaged in the program and to guide their behavior. Though we certainly don t anticipate that a MIT would behave unprofessionally, it may on rare occasion happen. You do not have the authority to formally reprimand, discipline or terminate the MIT or to cancel the MIT s training or excuse them from the training restaurant for any reasons other than zero-tolerance behaviors such as cheating on a test, illegal drug use, employee abuse, violence, or harassment. If the need to dismiss a MIT from training for any reason, contact your FTC immediately. If any other issues or concerns arise that you are not able to successfully redirect or resolve, contact your FTC for assistance. Be prepared to cite specifi c behaviors, the dates/times they occurred, and the steps you have already taken to redirect or resolve the situation. Providing Feedback A critical responsibility of any trainer is to provide MITs with honest, specifi c and clear feedback on their accomplishments and opportunities for improvement. Be specifi c when providing feedback and focus on behaviors that the MIT can change. Provide clear explanations and descriptions of what behaviors should continue, what behaviors must be improved or changed, and what standards must be met. Training Materials & Tools You, as the Training Manager are responsible for maintaining and replenishing the program materials and tools. Learner s Guides, Trainer s Guides, SOP Manuals, and Laminates can be ordered from DataSource. Program Discs can be ordered through your FTC. To ensure that you always have Learner s Guides available, it is expected that you maintain at least 2 Learner s Guides in the Training Restaurant at all times. All other tools and materials used during training are expected to be available at all times. Replacement due to

9 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 7 of 17 loss or damage is the responsibility of the Training Manager. The following is a list of the primary program materials and tools that you must have available in the Training Restaurant. 2 Learner s Guides Trainer s Guide IHOP 202 Training Manager Resource CD SOP Book 1 Operating Procedures & Standards Franchise Version (Company-operated Training Restaurants must maintain both Company and Franchise Versions) SOP Book 2 Cost Controls & Safety/Sanitation SOP Book 4 Equipment Manual (complete including tabbed binder) SOP Book 5 Core Line Recipes SOP Book 6 Core Prep Recipes Applicable Regional Preference Recipes IHOP Restaurant Safety Program (Company Operated Restaurants Only) All Operations and Safety Laminates including Shelf Life Charts OAR Reference Binder (available on insideihop.com) IHOP 101 Team Member Training Program (complete with all components) With the exception of the Learner s Guide, which is the MIT s to keep, training materials and tools should not be removed from the restaurant. If an MIT needs to borrow training resources or tools for review, they should only be allowed to do so if there are other copies available for use in the restaurant and they must complete and sign a Training Materials Checkout document (available on the program materials CD).

10 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 8 of 17 You are also expected to maintain all operational materials, resources and tools required and recommended by IHOP SOP and federal, state and local law (e.g., smallwares, thermometers, tableware, MSDSs, employment law postings, choking posters, etc.). The 202 Program Components Learner s Guide The Learner s Guide should be issued to the MIT at the start of their training and is theirs to keep for future reference. The MIT may write in it, highlight, etc. as much as they like (the Trainer should point out the notes section provided at the bottom of each page). The MIT must bring the Learner s Guide to training with them each day for use and reference during training. The 202 Learner s Guide defi nes the topics and competencies covered in the program and ensures that training objectives are met; however, it is not intended to be the primary training delivery method. The primary delivery method of IHOP 202 is live Trainer-to- Trainee interaction. The Learner s Guide is a supporting resource and reference tool for the MIT that: Provides detailed explanations and information on all of the program learnings Assigns specifi c activities and exercises to enhance learning Calls out important points Emphasizes tips and best demonstrated practices Provides additional information references and resources Provides sample tools and documents, which can be reproduced for use in the MIT s home restaurant The Learner s Guide is divided into modules that can be delivered according to how they best fi t the training period and agenda. It contains interactive activities and exercises to reinforce learning and provides opportunities to practice competencies and skills. The MIT should complete all of the exercises and activities found in the Learner s Guide.

11 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 9 of 17 Two important components of the Learner s Guide are the Checklist/Agendas and the Key Learnings Exercises. Checklist/Agendas: Used to check off training tasks as they are completed. Do not check off tasks that were not completed. For tasks not completed by end of training, the Training Manager must document why in the Comments column. Due to the fl exible nature of the program agenda, you may be checking off tasks from different modules on the same day. The MIT & Training Manager must both sign the Checklist/Agendas when all items are completed (or documented if intentionally not completed). The comments fi eld is primarily for training manager comments, such as notes on areas needing improvement, additional training provided to improve the competency, or positive feedback for areas where the MIT performed well. If desired, the MIT may add comments as well. It is suggested that the Checklist/Agendas be completed daily as part of the day s review. Effective Team Member Coaching 3 Review process for coaching to praise 3-4 desired behavior Activity: Deliver coaching to praise to ve 4 Bob s coaching to praise was well-done and very team members effective. He made it clear what the team member Review process for coaching to correct behavior 5 did, explained the impact, shared his feelings, and Activity: Role play coaching to correct encouraged more of the same behavior. 6-7 behavior scenarios with the Training Manager Bob s performance of this activity was so effective Review process for corrective action meetings 7-8 that we immediately observed that other team Activity: Complete Coaching and Corrective members were making efforts to perform well in Action form on a previous situation and role 8 order to receive praise from Bob too-and he gave it play delivery with the Training Manager easily and effectively whenever he saw that is was Review the process for termination discussions 9 earned. Great leadership Bob! Review procedures for documentation of 9-10 coaching sessions and performance discussions IHOP 202 Checklist/Agenda

12 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 10 of 17 Key Learnings Exercises: Each module ends with a Key Learnings Exercise, which allows the MIT to demonstrate that the key points of the module were learned prior to continuing to the next module. It is recommended that the Training Manager fi rst have the MIT write the Key Learnings from each module without looking at the module content, as this will better refl ect what they retained. Then, discuss what they wrote and have them refer back to the module to identify additional key points. Compare what they listed to the Key Learnings provided in the Trainer s Guide. The MIT s key learnings should be written in complete thoughts or sentences so that what they learned is clear, not only to the Training Manager, but also to the MIT when they refer back to their Learner s Guide. IHOP Restaurant Manager Training Interviewing & Hiring Module 8 Page 51 of 51 Key Learnings Record what you believe to be the key learnings that you will take away from this module. Focus on the principles and concepts that will guide you in the performance of your duties upon return to your restaurant. Discuss your thoughts with your Trainer. Learner s Guide Key Learnings Page

13 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 11 of 17 Trainer s Guide The Trainer s Guide is the Training Manager s guide for effectively delivering the 202 program content. For each training module the Trainer s Guide starts with the following Module Highlights to help the trainer prepare to deliver the information: Module Purpose: Identifi es the main focus of the module. Delivery Method: Tips on how the information in the Learner s Guide can best be delivered to the MIT. Though most of the program is delivered through shadowing, there is some self-guided material and reading involved. Required Resources: Identifi es additional materials, tools or resources required in addition to the Learner s Guide to deliver the module. Estimated Time Required: Estimation of the time the module content will take to train. Recommended Day of Instruction: Recommends the training day and part of the day to conduct the module in order to stay on schedule, as well as to help with the fl ow of building competencies and skills onto others. Topics Covered: Identifi es the main module topics, which are also listed on the fi rst page of each module in the Learner s Guide. Following the Module Highlights section, guidance is provided for the delivery and key points of each section in the module as follows: Learner s Guide Section: Corresponds to the applicable section in the Learner s Guide. Page Number: Identifi es the page numbers of the Learner s Guide where the sections are found. Key Points/Learner Activity: Identifi es the key points to be covered in the section with a summary of the section content and calls out learning and practice activities and exercises. Trainer Action/Notes: Identifi es key notes for discussions or emphasis. Many Trainer actions and notes are already provided, but the Trainer is encouraged to add their own as needed. Answer keys for worksheets and activities are also included in the Trainer s Guide. Depending on their size, some answer keys may span two pages. Full-size versions of each answer key are available on the 202 Training Manager Resource page of insideihop.com.

14 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 12 of 17 Daily Evaluations The Training Manager will evaluate the MIT s overall performance, participation and progress daily using the 202 Daily Evaluations form. This daily evaluation process allows the Training Manager to formally provide feedback to the MIT on their successes and opportunities and to share this feedback with the FTC and the MIT s supervisor as needed. The daily MIT evaluations are based largely on the IHOP Management Core Success Factors. The Training Manager should rate the MIT s performance in each of the factors listed and comment on areas of opportunity or outstanding work, citing specifi c behaviors that justify the ratings and noting completion of module topics covered that day. The 202 Daily MIT Evaluations form is designed to be completed electronically and submitted to the FTC at the agreed upon frequency. A single day s evaluation can be copied and pasted into an or the full 202 Daily MIT Evaluations document can be attached to an to submit it to the FTC. The entire document must also sent to the FTC with the MIT s other required 202 training records upon the MIT s completion of the 202 program. The form is available on 202 Training Manager Resource page of insideihop.com.

15 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 13 of 17 Day # Day Date / / Day s Overall Rating % 2 = Exceeds 1 = Meets Rating 0 = Does Not Meet Attendance & Punctuality Appearance Standards Daily Objectives Met Action Oriented Customer Focused Drive for Results Decision Quality Learning Agility Communication Problem Solving Conflict Management Planning Leading & Developing Others Teamwork Participation Attitude Manager-In-Training (MIT) Signature Training Manager (TM) Signature Specific Feedback & Action Needed Daily MIT Evaluation Form

16 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 14 of 17 Post-Training Action Plan The Post-Training Action Plan is the fi nal feedback and evaluation tool for IHOP 202. It communicates the need for additional coaching, training and practice to the MIT and their supervisor, enabling them to plan for the MIT s continued learning and development needs after they leave training. The Post-Training Action Plan is intended to assist the newly-trained restaurant manager and their supervisor with planning supplemental training, coaching and practice of specifi c competencies, skills, and areas of opportunity identifi ed by the MIT and Training Manager during the IHOP 202 program. The Training Manager identifi es the competency or skill to be developed and forwards the form to the MIT s supervisor, through the FTC and FBC, after the MIT s 202 training is complete. The MIT and their supervisor are responsible for completing the action plan portion of the form. This document helps support and encourage the MIT to continue to work on critical competencies and skills that they were unable to fully master during 202 training. The Post-Training Action Plan is designed to be completed electronically. The document is sent to the FTC, via attachment, with the MIT s other required 202 training records upon completion of the 202 program. The form is available on 202 Training Manager Resource page of insideihop.com.

17 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 15 of 17 IHOP 202 Post-Training Action Plan Manager in Training Name: Destination Restaurant #: Training Manager Name: Training Restaurant #: Training Start Date: Training End Date: This action plan is intended to assist the newly trained restaurant manager and their supervisor with planning supplemental training, coaching and practice of specific competencies, skills, and areas of opportunity identified by the trainee and training manager during the trainee s completion of the IHOP 202 program. This action plan focuses on the most important development needs and is not intended to address all possible areas of opportunity. If additional information is needed or desired for writing of the action plan, the newly trained restaurant manager s supervisor may contact their FBC or FTC. DOCUMENT INSTRUCTIONS STEP 1: The Training Manager will identify and explain in detail the competency or skill to be developed in the spaces provided below. STEP 2: The Training Manager then forwards this document to the FTC. STEP 3: The FTC will forward the document to the FBC. STEP 4: The FBC will forward the document to the newly trained restaurant manager s supervisor. STEP 5: The newly trained restaurant manager s supervisor, along with the manager, writes the action plan for the development of each identified competency or skill. STEP 6: The manager completes the action plan with the support and follow up of their supervisor. A. Competency or Skill to be Developed Action Plan (action steps should be Specific, Measurable, Agreed-to, Realistic, and Time-bound) Date to be Completed Date Completed Verified By B. Competency or Skill to be Developed Action Plan (action steps should be Specific, Measurable, Agreed-to, Realistic, and Time-bound) Date to be Completed Date Completed Verified By C. Competency or Skill to be Developed Action Plan (action steps should be Specific, Measurable, Agreed-to, Realistic, and Time-bound) Date to be Completed Date Completed Verified By Page 1 of 2 Component of IHOP 202 Restaurant Manager Training Program June 2, 2010 Post Training Action Plan Form

18 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 16 of Completion Certificate The IHOP 202 Certifi cate of Completion is the MIT s award for and record of completion of the IHOP 202 program. The certifi cate is awarded by the Training Manager to the MIT at the successful completion of IHOP 202. Included in each IHOP 202 Learner s Guide is a blank certifi cate. Upon completion of training, the Training Manager must access the IHOP 202 Completion Certifi cate Generator on insideihop.com to add the learner s name, training completion date and Training Manager s name to the certifi cate. A complete certifi cate template is also provided, which allows the Training Manager to print the certifi cate background and the learner s information, if necessary. 202 Completion Record The IHOP 202 Completion Record identifi es the training documentation that the Training Manager is required to submit and to whom, and also serves as the fi nal record of the MIT s completion of the 202 program. The Completion Record is completed by the Training Manager and is submitted to the FTC, along with all other required training documents upon the MIT s completion of training. The Completion Record can be scanned and sent to the FTC as an attachment or faxed to the FTC. The original Completion Record is to be provided to the MIT, as instructed on the Completion Record, along with the other documents listed, which the MIT is then to submit to their supervisor. A copy of the MIT s IHOP 202 Completion Record should be kept on fi le in the IHOP 202 Training Restaurant. The form is available on 202 Training Manager Resource page of insideihop.com.

19 IHOP 202 Trainer s Program Guidelines Program Guidelines Page 17 of 17 IHOP 202 Completion Record The following document is to be filled out by the IHOP 202 Training Manager. Please ensure that all materials listed below are filled out completely, signed and dated, and submitted as follows: 1. Scan & or fax this Completion Record to the Field Training Consultant (FTC). *Daily Evaluations and *Post-training Action Plan should be ed to FTC. 2. Provide a copy of this Completion Record along with the below listed training documents to the MIT. The MIT is then responsible for submitting their training documents to their supervisor to be filed with the MIT s personnel records according to their franchise organization s policies and procedures. MIT Name: Training Start Date: Training Completion Date: Training Restaurant #: Training Restaurant Location: City, State IHOP 202 Completion Record (also keep a copy on file in training restaurant) Non-Solicitation Policy Integrity Policy Daily Evaluations* Checklist/Agendas (all modules) Post-training Action Plan Document* Duplicate of Certificate of Completion Training Materials/Supplies Checkout (retain a copy in training restaurant and scan & or fax to FTC only if items checked out were not returned or were not returned in acceptable condition) I,, verify that the above MIT has completed the IHOP 202 Restaurant Print 202 Training Manager Name Manager Training Program in full and that the training documents listed above and submitted to the FTC are complete and accurate. 202 Training Manager Signature Date IHOP Training Department December 2010 IHOP 202 Completion Record

20

21 Program Overview and IHOP Introduction - Trainer s Guide Module 1 Overview Module 1 Page 1 of 8 Module Purpose: Delivery Method: Required Resources: Estimated Time Required: Recommended Day of Instruction: Introduces the goals and expectations of the IHOP 202 Manager Training Program. Includes the recommended agenda, topics, and completion requirements. Provides an overview of IHOP history and culture, as well as an introduction to the reference materials available to Managers. Orientation Style: This module is intended to be delivered much as an team member orientation would be delivered, with the Learner and the Trainer reviewing the information provided in the Learner s Guide and jointly conducting the activities. In addition to the Learner s Guide, the following resources are required to complete this module: IHOP SOP 1 - Operating Procedures and Standards IHOP SOP 2 - Cost Controls & Safety/Sanitation Internet access with access to the following websites: Micros System Reference Manual: Chapter 2 - IHOP Manager Training Procedures from the Micros Desktop or insideihop.com Access to a Micros POS Terminal 4 hours Morning of Training Day 1

22 Program Overview and IHOP Introduction - Trainer s Guide Module 1 Page 2 of 8 Topics Covered: IHOP 202 Program Overview An Introduction to IHOP Introduction to IHOP Standard Operating Procedures (SOPs) Introduction to Information Technology Resources

23 Program Overview and IHOP Introduction - Trainer s Guide Module 1 Page 3 of 8 Program Overview and IHOP 1 Summary: Identifi es that the goal of this Trainer Action: Collect signed Integrity and Introduction program is to train the Manager on the day to day activities of running an IHOP. Non-solicitation policy documents, which are located in the very front of the Learner s Guide. Send these documents to the Learner s FTC upon training completion. IHOP 202 Program Overview 1-2 Summary: Identifi es that the primary focus during training is the successful completion of the program. Class Schedule 2 Summary: Identifi es class days and hours Trainer Note: Provide and discuss the and sets expectation for homework. training schedule/agenda. Required Attendance 2 Summary: Sets expectation that Learner must attend or make up all training days. Training Agenda 3 Summary: Lists the topics to be covered Trainer Note: The Training Agenda during the training. provided is merely a suggestion. The order of modules can be changed to meet the operational or training needs of your restaurant. If your planned agenda differs, provide it to the Learner now. Trainee Evaluation 3 Summary: Identifi es that the trainee will Trainer Note: The Daily Evaluation and be evaluated on a daily basis and that additional training needed after completion of IHOP 202 will be documented on an Action Plan. Action Plan forms are available on the IHOP 202 Program Materials CD. Both forms are to be sent to the MIT s supervisor upon completion of training.

24 Program Overview and IHOP Introduction - Trainer s Guide Module 1 Page 4 of 8 Training Uniform Standards 4 Summary: Sets expectation that Manager must follow uniform standards for Managers. 4 Activity: Learner locates and reviews the IHOP Manager on Duty Appearance Standards section of IHOP SOP 1. An Introduction to IHOP 4 Summary: Provides an overview of IHOP s background. Our Vision & Values 4-5 Summary: Introduces the Company Vision and Values statements. Optional Activity: The Vision and Values document shown is also posted on ihop.com. Have the Learner, navigate to the site and locate the document. Global Principles of Business Conduct 6 Summary: Introduces IHOP s expectation of proper business conduct. Core Success Factors 6 Summary: Introduces the 10 factors that Trainer Note: Explain that Managers IHOP has identifi ed as necessary to ensure success. are reviewed on these factors on for the Company Manager performance appraisal. Dealing with the Media 6-7 Summary: Identifi es the procedures Managers should follow when approached by the media.

25 Program Overview and IHOP Introduction - Trainer s Guide Module 1 Page 5 of 8 The IHOP Corporate 7 Summary: Refers Managers to the REACT Trainer Note: Take the Learner to the offi ce Communications Department poster for points of contact for assistance with media issues. and review the information shown on the REACT poster. Media Exposure 7 Summary: Explains that there is potential Trainer Note: Emphasize that it is up to media exposure due to team member use of electronic devices and social media. the Manager to enforce their company s cellphone and confi dentiality policies. IHOP Standard Operating Procedures (SOP) 8 Summary: Introduces the need for all IHOP restaurants to adhere to standardized SOP. SOP Sources & Resources 8-9 Summary: Identifi es the various sources of Trainer Note: Discuss the when and why you IHOP SOP information. typically refer to each of these resources. 9 Activity: Learner locates each of the actual physical SOP resources identifi ed. insideihop.com 9 Summary: Identifi es the uses of insideihop.com 9 Activity: Learner accesses insideihop.com and locates each SOP resource identifi ed in the previous section. DataSource: IHOP s Print Vendor 10 Summary: Identifi es the services offered by Trainer Note: Ensure you have access to Partner DataSource and their contact information. the DataSource website prior to beginning training. Access can be granted by calling DataSource at or by visiting

26 Program Overview and IHOP Introduction - Trainer s Guide Module 1 Page 6 of 8 10 Activity: Learner accesses and reviews the DataSource website. Deviation from SOP 10 Summary: Identifi es procedures for Trainer Note: No deviation from SOP may requesting a change or exception to SOP using the Form 100. be implemented unless approval from IHOP is provided in writing. IHOP Specials Board Approval 10 Summary: Identifi es procedures for adding a non-menu item to the restaurant s Specials Board. 11 Activity: Learner logs onto insideihop.com Trainer Note: If you have submitted a Form and reviews the Form 100 and Specials Board Authorization procedures. 100 or Specials Board suggestion in the past, discuss those with the Learner now. Information Technology Resources 11 Summary: Introduces the information technology resources available to Managers. Manager PC 11 Summary: Identifi es the appropriate and Trainer Note: Emphasize that the Manager inappropriate uses of the Manager PC. PC must be maintained separately from the POS computer and that the POS computer must never be used to connect to the Internet to prevent potential corruption of the fi nancial data contained in the computer. Micros POS System 12 Summary: Provides an introduction to the Trainer Note: The Micros System Reference use and function of the Micros POS. Manual is available on insideihop.com.

27 Program Overview and IHOP Introduction - Trainer s Guide Module 1 Page 7 of 8 13 Activity: Learner uses the Micros System Trainer Note: Show the Learner how to Reference Manual and a POS terminal to perform each of the functions listed and walk through the functions identifi ed. have them practice. Manager Dashboard 13 Summary: Introduces the Micros Manager Trainer Note: Not all Franchisee Dashboard. organizations will be using the dashboard; however, you should still review the dashboard with the Learner even if their organization does not use it. 14 Activity: Learner reviews the live Manager Dashboard with the Trainer. Key Learnings 15 Activity: Learner records the key learnings Trainer Note: Encourage the Learner to from the module in the spaces provided. consider the overriding principles and concepts covered in the module and not to get bogged down in the details. Once the Learner has recorded their thoughts, review their list and compare to the following list of key learnings: Values defi ne the beliefs and behaviors that are the most important for our success and growth as individuals and as a brand. IHOP s Shared Values are Integrity; Excellence; Innovation; Accountability; Inclusion; Trust; Community. The media can work for us by increasing brand recognition, supporting our promotions, and raising awareness of our community involvement; however, it can just as easily work against us by bringing our mistakes and challenges into public view, creating negative impressions, and damaging our reputation.

28 Program Overview and IHOP Introduction - Trainer s Guide Module 1 Page 8 of 8 It is critical that all restaurant Managers and team members understand how to respond if the media arrives at the restaurant seeking information or interviews. Utilize the Corporate Communications Department for assistance with dealing with the media. IHOP Standard Operating Procedures (SOP) identifi es the guidelines, expectations, and requirements of virtually every facet of IHOP restaurant operations. SOP helps keep us safe, reduces risk, maintains consistency from restaurant to restaurant, helps control costs, guides us in positive representation of the brand, and helps us operate smoothly, successfully, and profi tably. All IHOP restaurants are required to be operated in strict compliance with SOP. In addition, Franchisees, IHOP Company Operations Division, and their Managers and representatives must operate the restaurants in strict compliance with local, state, and federal laws and regulations. InsideIHOP.com is the primary method that IHOP uses to communicate new SOP information or changes (all of the SOP books/manuals listed above are available on insideihop.com.), industry and IHOP-specifi c news, and information to the IHOP community as a whole. It contains a forum for the sharing of questions, ideas, and best demonstrated practices (BDPs) between restaurants. It is also a source for additional documents, forms, tools, and reporting of promotion training completion. DataSource is the designated fulfi llment vendor for the majority of IHOP s printed documents, forms, and materials such as SOP books and manuals, laminates, and training programs. To request a deviation from IHOP SOP, the requester must submit a FORM 100 to the IHOP Corporate offi ce for review and approval. The Manager PC is a separate computer for Manager s use that must be a separate drive from the dedicated POS system drive. The POS computer must never be used to access the internet. Telecommunication devices and systems in the workplace, including the Manager PC, Internet, and , are intended for business use only.

29 Leadership - Trainer s Guide Module 2 Overview Module 2 Page 1 of 3 Module Purpose: Delivery Method: Required Resources: Estimated Time Required: Recommended Day of Instruction: Topics Covered: To introduce the leadership styles and attributes that facilitate a Manager s ability to successfully guide the restaurant team to provide great service and excellent food to every guest on every visit. Self-Guided: This module is largely self-study. The Learner is introduced to the various leadership topics and takes a leadership-style self-assessment to determine their pre-dominant style. No additional resources are required to complete this module. 4 hours Afternoon of Training Day 1 Leadership Styles When Leading Means Delegation Core Leadership Success Factors

30 Leadership - Trainer s Guide Module 2 Page 2 of 3 Leadership 1 Summary: Explains that a leader s job is to help the team provide great service and excellent food to every guest, every visit. Leadership Styles 1 Summary: Defi nes leadership style and identifi es why it is important that a leader know their style. 2 Activity: Learner completes a Learning Style Assessment to determine their dominant leadership style. Leadership Style Attributes 3 Summary: Identifi es the attributes of each leadership style and when it is appropriate to use each style. Which Style Should You Use? 4 Summary: Introduces the concept of situational leadership, where leaders change styles based on the situation. When Leading Means 4-5 Summary: Introduces delegation, the Delegating benefi ts, and the 4 steps to doing it properly. Delegating Do vs. Delegation Don t 6 Summary: Lists steps to take and what to avoid when delegating. Core Leadership Success 6-7 Summary: Details each of IHOP s 10 core Trainer Note: Ideas for Employee Factors success factors. Development, available from the IHOP Training Library, provides guidance on developing core success factors.

31 Leadership - Trainer s Guide Module 2 Page 3 of 3 Those Who Have it and Those Who 7-11 Summary: Identifies behaviors and attributes Don t of team members who demonstrate the core success factors. Key Learnings 12 Activity: Learner records the key learnings Trainer Note: Encourage the Learner to from the module in the spaces provided. consider the overriding principles and concepts covered in the module and not to get bogged down in the details. Once the Learner has recorded their thoughts, review their list and compare to the following list of key learnings: Leadership is enlisting the aid and support of others in the accomplishment of a common task. The Manager s role is to work with the entire team to provide great service and excellent food to each and every guest. Leadership styles are situational; meaning that different situations require different styles to achieve the best result. There is no right or wrong leadership style, only a style that doesn t suit the requirements of the situation. The ultimate goal any leadership situation is to get the job done and allow for the professional development of the team. Delegating is using the democratic and self-governing leadership styles to give some of your authority or responsibility to members of your team. By effectively delegating, you increase team member involvement, allow your subordinates to develop, and free yourself to do other tasks. A leader s success depends on other, less tangible job-related abilities or factors that impact the way a leader interacts with the team in the workplace, the manner in which they handle change and overcome obstacles, and their ability to recognize and achieve team goals. IHOP s Core Management Success Factors are Action-Oriented, Customer-Focused, Drive for Results Decision Quality, Learning Agility, Communication, Problem Solving, Confl ict Management, Planning, and Leading and Developing Others.

32

33 Managing Safety - Trainer s Guide Module 3 Overview Module 3 Page 1 of 8 Module Purpose: Delivery Method: Required Resources: Estimated Time Required: Recommended Day of Instruction: To introduce the duties, responsibilities, tools, and resources that enable Managers to maintain their restaurants in a safe and sanitary condition and ensure that team members consistently work safely and follow all safety and sanitation guidelines. Trainer/Learner Discovery and Practice: This module introduces the Learner to various concepts and resources, which are discussed with the trainer. The trainer and Learner review real-world application of those concepts or resources in the training restaurant, followed by actual practical application. In addition to the Learner s Guide, the following resources are required to complete this module: IHOP SOP 2 - Cost Controls & Safety/Sanitation Minutes from last Safety Committee meeting (if no Safety Committee meeting is scheduled during training) Training restaurant temperature log Sanitizer solution test kit 4 Hours Morning of Training Day 2

34 Managing Safety - Trainer s Guide Module 3 Page 2 of 8 Topics Covered: The Importance of Safely Running a Restaurant Manager s Role in Ensuring a Safe Restaurant Safety Committee Requirements Team Safety Meeting Requirements Workplace Safety Inspection Requirements Manager s Role in Mitigating Unsafe Conditions and Conducting Accident Investigations Critical Restaurant Safety Checks

35 Managing Safety - Trainer s Guide Module 3 Page 3 of 8 Managing Safety 1 Summary: Sets the expectation that Emphasize that this modules is an overview Managers have the primary responsibility of maintaining a safe restaurant for their team members and guests. of safety requirement and expectations and that Managers should consult their Franchisee, Supervisor, HR or Legal Reps for specifi c information on their organization s safety procedure. The Importance of Managing 1 Summary: Establishes that safety or health Safety issues are common in the workplace and that Managers have a role in preventing them. The Cost of Work-related Injuries 2 Summary: Defi nes workers compensation & Illness insurance and identifi es it as the highest cost related to worker injury/illness. Explains that in addition to the direct costs of team member/guest injury/illness, there may also be court costs and settlements. 2 Activity: Learner and trainer identify and discuss the costs associated with failing to maintain a safe and sanitary workplace. Management s Safety Role 3 Summary: Identifi es that in addition to working safely, each Manager must ensure each of their team members do the same.

36 Managing Safety - Trainer s Guide Module 3 Page 4 of 8 3 Activity: Learner locates and reads the following chapters from IHOP SOP 2: First Aid Safety Fire Prevention Program Security The Sanitation Challenge Preparing for OSHA Inspections The Safety Committee 3-5 Summary: Identifi es the requirements and responsibilities of the safety committee. 4 Activity: If scheduled a Safety Committee Meeting is scheduled, the Learner should attend. If not, the Learner should review meeting notes from last meeting to understand the types of discussions. Conducting Team Safety 6 Summary: Identifi es the recommendation Training to conduct team safety training quarterly. Provides suggested meeting topics. Safety Training Documentation 6 Summary: Identifi es the requirement to properly document team safety training.

37 Managing Safety - Trainer s Guide Module 3 Page 5 of 8 Conducting Workplace 6-9 Summary: Explains that IHOP SOP requires Inspections Managers to conduct a quarterly assessment of restaurant safety and sanitation. 10 Activity: Learner conducts a Safety and Sanitation Self-inspection of the training restaurant using the sample forms in the Learner s Guide, then discusses the results with you. Responding to Unsafe Condition & 10 Summary: Explains that the Manager has Actions the primary responsibility to follow-up on reports of unsafe conditions or hazards and when there has been an incident/accident involving an team member or guest. Unsafe Condition Reports Summary: Details the purpose and use of the Report of Unsafe Condition or Hazard Form that can be used by any team member to report an unsafe condition. Accident Investigations 10,12 Summary: Identifi es that a Manager s primary goal when conducting an accident investigation is to prevent a repeat incident.

38 Managing Safety - Trainer s Guide Module 3 Page 6 of 8 Critical Manager Checks 13 Summary: Explains that the following three checks can have the greatest, most immediate impact on the prevention of foodborne illness: Critical Temperature Checks 13, Critical food & equipment temperatures Proper sanitizer solution concentrations Proper hand washing procedures Summary: Identifi es the need to check food temperatures every four hours and equipment every eight and to document on the Temperature Log form. 13 Activity: Learner uses the restaurant s Trainer Note: The Learner should continue to temperature log to check all critical temperatures in the restaurant. conduct temperature checks throughout the duration of their training. Sanitizer Solution Concentration Summary: Explains the purpose of checking sanitizer concentrations in sanitizer buckets, dishmachine, and three-compartment sink every two hours. 14 Activity: Learner uses a sanitizer solution test Trainer Note: The Learner should continue to kit to check the sanitizer concentration of all sanitizer buckets, the dishmachine, and threecompartment conduct sanitizer solution checks throughout the duration of their training. sinks, then reviews procedures for refi lling each item.

39 Managing Safety - Trainer s Guide Module 3 Page 7 of 8 Proper Hand Washing 17 Summary: Explains that at every opportunity Managers must observe for proper hand washing and ensure hand washing sinks are properly stocked and accessible. THE HAND WASHING LAMINATE 17 Summary: Explains that the hand washing laminate, which illustrates proper hand washing procedures, must be posted next to each hand washing sink. Key Learnings 18 Activity: Learner records the key learnings Trainer Note: Encourage the Learner to from the module in the spaces provided. consider the overriding principles and concepts covered in the module and not to get bogged down in the details. Once the Learner has recorded their thoughts, review their list and compare to the following list of key learnings: Any failure in the realm of physical or food safety can be disastrous, both fi nancially and by reputation, to your organization and the IHOP brand. Protecting your guests, as well as your team members from potential safety hazards while they are in your restaurant must be your number one priority.